Bombardier Aerospace grew from humble beginnings when Joseph-Armand Bombardier built his first snowmobile out of a farm sleigh and a Model-T Ford. From that point on, he entered the transportation industry, first by rail, and then by air. Bombardier is now the third largest designer of commercial aircraft and they held 50% of the market share for the 20-90 seat segment of the regional aircraft market in 2005 (Page 5). However, Bombardier believed it needed to compete with the larger regional jets by introducing 100 seat planes known as the C-Series.
In order to be competitive and enter new markets, Bombardier must find a way to solve its perceived biggest problem, which was low visibility of inventory and lack of integration between its legacy …show more content…
They created 15 new programs in 15 years (Page 2). It seems they are very adept at being a front runner in the industry, yet their legacy systems were a thing of the past. Bombardier specializes in smaller regional flights, but to stay competitive they want to introduce 100-seat planes like the ones that other companies are about to unveil. Bombardier, through acquiring other transportation companies became a “textbook silo organization”, because they inherited the data and systems of each company it bought out. This resulted in poor communication between systems and nontransferable skills when it came to operating each information system. Other challenges were happening outside the business as the regional, low cost flight segment was expanding resulting in increased competition. This competition would soon undoubtedly have better systems than Bombardier and be able to provide lower cost flights and get a larger return on them.
Problem Statement:
Bombardier, by acquiring several companies have created many silos of data, these silos do not communicate with each other and create low visibility of inventory. In order to increase inventory visibility, the legacy systems must be integrated to avoid the data inconsistencies that come with
In order to be competitive and enter new markets, Bombardier must find a way to solve its perceived biggest problem, which was low visibility of inventory and lack of integration between its legacy …show more content…
They created 15 new programs in 15 years (Page 2). It seems they are very adept at being a front runner in the industry, yet their legacy systems were a thing of the past. Bombardier specializes in smaller regional flights, but to stay competitive they want to introduce 100-seat planes like the ones that other companies are about to unveil. Bombardier, through acquiring other transportation companies became a “textbook silo organization”, because they inherited the data and systems of each company it bought out. This resulted in poor communication between systems and nontransferable skills when it came to operating each information system. Other challenges were happening outside the business as the regional, low cost flight segment was expanding resulting in increased competition. This competition would soon undoubtedly have better systems than Bombardier and be able to provide lower cost flights and get a larger return on them.
Problem Statement:
Bombardier, by acquiring several companies have created many silos of data, these silos do not communicate with each other and create low visibility of inventory. In order to increase inventory visibility, the legacy systems must be integrated to avoid the data inconsistencies that come with